COMMUNITY POLICING PROGRAMME FOR NAXAL AFFECTED … · Community Policing Programme for Naxal...

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COMMUNITY POLICING PROGRAMME FOR NAXAL AFFECTED AREAS Micro Mission 02 (Community Policing)

Transcript of COMMUNITY POLICING PROGRAMME FOR NAXAL AFFECTED … · Community Policing Programme for Naxal...

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COMMUNITY POLICING PROGRAMMEFOR

NAXAL AFFECTED AREASMicro Mission 02

(Community Policing)

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1.0 INTRODUCTION/BACKGROUNDIt is a well known fact that the Naxalitemovement is continuing to persist in terms ofspatial spread, intensity of violence,militarization and consolidation, ominouslinkages with other subversive/secessionistgroups and increased efforts to elicit masssupport. The Naxalites operate in the vacuumcreated by absence of administrative andpolitical institutions. They espouse the localdemands and take advantage of thedisenchantment prevalent among theexploited segments of the population and seekto offer an alternative system of governancethat promises liberation of these segmentsfrom the clutches of ‘exploiter’ classesthrough the barrel of a gun.

The ground situation in the Naxalaffected areas suggests that the localpopulation has been completely denied thefruits of overall economic development. Thenatives feel that they are the real owners ofthe land, forests, lakes, rivers and all thenatural resources which are so abundantlyavailable around them, the intruding elementsfrom outside have, over a period of time,systematically deprived them of the very sameresources the locals perceive to be their own.The outsiders are mainly the governmentdepartments, (forest, mining, administration,police, etc) and private contractors (timber,forest produce, etc). The domination outsidershave makes the local people feel that theyhave become aliens in their own habitats.

This perception is the main reason forthe all-round distrust of the locals who lookat any outsider as an exploiter. The Naxaliteshave chosen this as a fertile breedingground

Community Policing Programme for Naxal Affected Areas Micro Mission 02

for inducting the exploited people into theircadres. Their thesis is that the local peoplecan get back all their lands, forests, and othernatural resources from the intruders byfighting out with the barrel of a gun.

The Naxalite have been, thus, in thebusiness of sowing distrust among the localpeople for a long time now. The Naxalitemovement subsists on the misguided andbrainwashed local youth who are made tobelieve that the only way to get back theground they lost to outsiders (like land, forestproduce, power, etc) is by violent means.

While coming out with a policy to dealwith the Naxal problem, the Union HomeMinistry said that it was not a mere law andorder problem. According to it, the emphasishas to be laid on security, development andpublic perception management, all in a veryholistic manner. Special focus has to be onaccelerated socio-economic development ofthe backward areas to restore people’s faithand confidence in the government machinery.Mass media also needs to be extensively usedto highlight the futility of Naxalite violenceand loss of life and property caused by it.

On the developmental front, the CentralGovernment provides financial assistance for83 Naxal affected districts in the 9 States ofAndhra Pradesh, Bihar, Chhattisgarh, Orissa,Jharkhand, Maharashtra, Madhya Pradesh,Uttar Pradesh and West Bengal under theBackward Districts Initiative (BDI)component of the Rashtriya Sam VikasYojana (RSVY) & IAP (Integrated ActionPlan).

For effectively dealing with the problem,the Central Government has already

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undertaken the task of modernization of StatePolice Forces. The Security RelatedExpenditure (SRE), a special schemeapplicable to all the identified 83 Naxalaffected districts in 9 States, has also beenrevised and the reimbursement under thescheme has been raised from 50 to 100percent. New items like insurance scheme forpolice personnel, community policing,rehabilitation of surrendered Naxalites,expenditure incurred on publicity to counterthe propaganda of Naxalites, other securityrelated items not covered under the PoliceModernization Scheme, etc., are covered.Under the scheme, funds are released to theNaxal-affected States and to the Central ParaMilitary Forces engaged in anti-Naxaliteoperations.

One key component of security strategyis strengthening intelligence set-up at the Statelevel and pursuing effective and sustainedintelligence driven police action againstNaxalites. However, lack of operationalintelligence or its delayed receipt, due to lackof trust between police and people, is a majorhandicap.

Police department is not the agencyresponsible for the genesis of the Naxalitesproblem. It is, however, the frontlineorganization which has to counter this menaceand bear its brunt. Since, generally, theyencounter only the police at the field level,the police become their enemy number one.On account of lack of proper direction, legacyof the past, excessive stress on traditionalpolicing, lack of proactive measures, etc.,there is ruthless retaliation to the policepersonnel. And thus, the police get more andmore alienated from citizens of these areas.

Therefore, it is high time that our Statepolice forces think of proactive strategies todeal with such problems. Community policingis one such strategy through which they canwin the confidence of the local communitiesand this will also beef up intelligencecollection.

2.0 PROJECT OBJECTIVES &STRUCTURE

(a) Mission Statement

“Reaching out to the misguidedbretheren towinthem back”

(b) Vision

“Developing a Community Policing strategyfor the Naxalite affected areas with a view toprevent subversive elements misguiding andbrainwashing the localpopulation; weaningaway the already subverted elements; andfacilitating the provision of basic amenitiesand livelihood measures to the local youth.”

(c) Components

Towards this end, the project will consist ofthe undermentioned components:

(i) Village Visits: The police personnel willvisit various affected villages, sit withthe local people to understand theirproblems, and make attempts to resolvethem in liaison with districtadministration. As far as findingsolutions to the local problems areconcerned, there will be an appropriateset of officers from relevant departmentsconcerned that will be formed from timeto time to sort them out. The solutionsfor the problems should, as far aspossible, be dovetailed to the existing

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schemes that are available or ongoing inthe district so that the solutions areexpeditious and lasting.

(ii) Vikas Kendras (Hubs): It is proposedthat development-cum-training centreswill be established which would be thefocal points from where a host ofactivities could be generated, sustainedand coordinated. The main aim ofestablishing such Vikas Kendras is tohelp the willing local youth, includingthe women, to get gainful employmentby imparting vocational and professionalskills for which there is employmentpotential in the local/neighbouringareas.These Kendras can also help thoseenterprising youth who would be willingto avail themselves of some self-employment ventures on soft loan basis.

(iii) Community Outreach Programmes:Regular medical camps, blood donation,adult literacy, tree plantation, shramdan,sports meets etc., for the local people andyouth club will be organised through theintervention of the police personnel.

(iv) Providing Succour to the Victims ofNaxalite Violence: ‘Project Assist’ hasprovision of providing financialassistance to the children renderedorphan or destitute in various communal,castes, ethnic or terrorist violence fortheir care, education and training. Theproject will be effectively adopted in theaffected states, where the police act asfacilitators as in Assam.

All the above steps will make the localpeople enjoy the fruits of overall economicdevelopment and remove their sense of

insufficiency and alienation. Though someinitiatives like Prahari in Assam (Ann.IV)and MeeKosam in Andhra Pradesh (Ann.VI)have yielded positive results, unfortunately,such experiments have not been replicated inthe other affected areas.

3.0 IMPLEMENTATION STRATEGY

Winning Hearts and Minds (WHAM)Strategy

a. The police personnel will go to thepeople, find from the local people whatis afflicting them the most, find if asolution could be hammered out byconsultation/consensus and then get itimplemented through the DistrictAdministration and its various arms. Thiswill be done by the members of thecommunity joining hands with the policepersonnel. The police officers and menwill have to be sensitised accordingly.

b. The main focus in this project is toestablish Vikas Kendras in identifiedcentral places, preferably in districtheadquarters of Naxalite affected areas.The main aim of establishing suchKendras is to help the willing localyouth, including the women, to getgainful employment. These Kendrascanalso help those enterprising youth whowould be willing to avail themselves ofsome self-employment ventures on softloan basis. The purpose is to createappropriate platforms that can act asforums for different community groupsin the Naxalite affected areas to air theirviews and also give vent to thegrievances. It will be in these hubs thatthe groups can/will have social, cultural

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and business interactions on topics asvaried as the prevalent unemploymentproblem, lack of medical facilities, socialinequities issues, usefulness or otherwiseof the government schemes in vogue,transportation hitches, women’sdilemmas, personal achievements ofindividuals in the communities, etc.These hubs will have both lodging andboarding facilities and would be run alldays round the year.

c. Youth Clubs should be encouraged to beset upin all villages by involving the localwilling and enthusiastic youngsters who,in addition to other activities to beorganised by the Clubs,can be used tohelp the personnel in the hubs to identifyproper people who could be giventraining there.

d. Initially, it is proposed that each affecteddistrict headquarters be given one VikasKendra in Phase-I under 12th five yearplan (2012-17). In that case, there willbe approximately a total of 83 Kendrasto be constructed. In Phase-II theremaining VikasKendras will becovered. (at all sub-division level)

e. For providing succour to the victims ofNaxalite violence it is proposed that allthe Superintendents of Police of theaffected districts be given awarenessabout all the schemes and programmesof the Centre and States concerned.

f. Impact studies should be compulsorilybe made by independent outside agenciesof repute for proper assessment on therunning of the scheme and mid-coursecorrections, where required.

4.0 ACTIVITIES AT THEVIKASKENDRAS

a) Training/coaching of local unemployedliterate youth to appear for recruitmentsof Central Police Forces, local police,army, other government departments,etc.

b) The local youth and other eligible/willing people will be impartedprofessional skills to make themplumbers, masons, electricians,carpenters, etc. They can also be trainedto work as private security guards,salespersons, drivers, cleaners, andmechanics, etc., to name just a few.

c) Enthusiastic unemployed youth would bemade to interact with local officials invarious government/semi-governmentdepartments to make them fully awareof the available schemes sponsored byboth the Central and the respective StateGovernments.

d) At least twice in a year, the victims andsurvivors of Naxalite violence may beinvited to the hubs. The problems/issuesrelating to victims’ maintenance,survival and livelihood issues should besorted out with the help of officials ofRevenue, ITDA (Integrated TribalDevelopment Agency), NGOs, Policeand the other concerned officials.

e) These centres can be used for runningde-addition camps for drugs, alcohol, etc.Awareness classes about the ill effectsof sorcery, witchcraft, black magic etc.,can be organised.

f) Frequent student exchange programmes

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would be organized in which city school/college students would be able to interactand exchange their ideas and viewpointswith their counterparts in the Naxaliteaffected areas.

5.0 ACTIVITIES AT THEPANCHAYAT/VILLAGE LEVEL

The police personnel will visit Panchayatin the villages, sit with the local peopleto know their problems, and makeattempts to resolve themin liaison withdistrict administration.

Regular camps would be organised bythe local expert doctors, registeredmedical practitioners, midwives, ANMsand others to create awareness of goodhealth in the people as also to treat themfor their general illnesses. A review ofthe reach of medical help to the remotevillages/areas would be done.

Involving youth in sports and athleticsis a proven way of developing healthybodies with right-thinking minds. Sportsand games tournaments and eventswould be encouraged on a regular andlarge scale.

Periodical meetings/interactions could bearranged for the women with the localself-help groups, NGOs, etc at thePanchayat.

6.0 FINANCIAL IMPLICATIONSAND SPONSORS

As far as the financial implications areconcerned, the following is proposed:

1. Vikas Kendras: It is proposed that thisproject should be fully sponsored by the

Central Government by providing 100per cent capital as well as recurringexpenditure.Average one-time cost per Hub (VikasKendra) (non-recurring):Rs. 0.85 Crores /-(rounded off)

a) Recurring expenditure : 35 lakhb) Funds for C.P. : 18 lakh

activities per district(@ 10,000 per P.S. for 15 P.S.per distt. i.e. 1.2X15)

(a+b) : 53 Lakh(details at Ann. I and Ann.II)

2. For the community outreachprogrammes: These expenses would bemet from the Rs 10,000 per month grantproposed for community policing pereach Naxalite affected police station.

3. The Central Government (MHA) hasidentified a total number of 83 districtsin 9 States as Naxal affected in AndhraPradesh, Bihar, Chhattisgarh, Orissa,Jharkhand, Maharashtra, MadhyaPradesh, Uttar Pradesh and WestBengal. All these districts are coveredunder the Central Government’sSecurity Related Expenditure (SRE)Scheme. Funds from this Scheme canbe made available for theimplementation of this project.

Calculation:

One-time Cost of Infrastructure : 83*85,17,500 = 70,69,52,500 say Rs71 crores

Annual Recurring Expenditure : 83*53=43,99,00,000 say Rs.44 crores per year.

In effect, it means that the totalexpenditure would be Rs.71crores for the

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construction 83 hubs in the headquarters ofall the affected districts. The annual recurringexpenditure including funds for CommunityPolicing activities per district @ 18 Lakh perannum for 83 hubs would be in the range ofRs.44 crores.

All this expenditure is proposed to bemet with the funds provided by the CentralGovernment. The annual recurringexpenditure will also be granted by theCentral Government. The StateGovernments will provide land for theprojects. They will also be required to issuenecessary executive instructions to the localpolice and other concerned departmentsregarding the implementation of thisscheme and management of the centres socreated.

It is also proposed that the abovepersonnel be also approved by the respectiveState Governments on contractual basis forthe running of the hubs on a day-to-day basis.However, the funds for the above staff maybe provided by the Central Government inthe initial five years of the scheme and therespective State Governments should be ableto take over later.

7.0 MONITORINGNPM Directorate (BPR&D)and the NodalOfficers for the project appointed by theState concernedwill monitor the project. Sofar as the issues that emerge during thevillage visits, their redressal will bemonitored by the District Collectors..Fieldvisits by Senior Officers will be done onneed basis. The impact analysis and mid-course corrections will help to get theoptimum results. The methodology for

utilizing of funds shall be audited throughChartered Accountant as recommended byGOI and funds will also be transferred onSociety mode.

8.0 RELATED PROJECTS1. Overarching Model for Police-

Community Partnership

9.0 RELATED INITIATIVES1. Employment Generation & Marketing

Mission (EGMM) of AP.

2. Projects ASSIST (AASHWAS){Ann.III} , SAHAYOG & PRAHARI{Ann.IV} of Assam, and EmploymentGeneration and Marketing Mission ofA.P. {Ann.V}and MeeKosam{Ann.VI}.

10.0 WORK PLAN1. Drafting of Government Orders (GOs)

by end of 1st month

2. Issue of Advisory to States willing toadopt it by MHA, GOI from 2nd month

3. Issue of GOs by States/UTs by 3rd month

4. Sanction of Budgetary Provision byGovernment by 3rd month

5. Issue of detailed instructions by the DGand IGP of the States/UTs by 3rd month

6. Establish Support Homes in all semi-urban areas by 9th month

7. Implementation of strategies by theDistrict SPs/SDOPs by10th month

Teams consisting of the BPR&D’s MissionDirectorate and Micro Mission 2 will visitthe affected States and sensitise the politicalleadership and the officers concerned aboutdifferent aspects of this project.

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ANNEXURE - IAverage one-time cost per Hub (Vikas Kendra)

Expenditure on construction of a 330 sq.mts building at CPWD rates:

Average one-time cost per Hub (Vikas Kendra)

Expenditure on construction of a 330 sq.mts building at CPWD rates:

a) (2,07,50x330) = 68,47,500

(2,07,50x330) = 68,47,500

[CPWD RCC rate for School : 8650

+ 22.5 % : 1946 (Electricity & Water)

+ Quake Resistant : 630

+ Fire fighting : 750

11976

+ 50% Cost index : 5988

17964

+ 5% Green Building : 898

18862

+ 10% Verandah Galleries etc : 1886

20748

Rounded off to : 20750

b) Furniture & Equipment : 7,20,000

c) Utensils & others : 4,00,000

d) Cost of vehicle (Bolero) : 5,50,000

Total : 85, 17,500/-

0.85 Crores (round off)

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ANNEXURE-IIRecurring Expenditure (Revenue)

Average recurring expenses per annum at each HubA. Manpower

B. Other expenses

Total A+B= 35,06,500 ( Round off 35,00,000*)i Recurring expenditure : 35 lakh*ii Funds for C.P. activities per district :(@ 10,000 per P.S. for 15 P.S. i.e. 1.2X15) : 18 Lakh. (i+ii) : 53 Lakh

Director of the Hub (DSP level) 20,000 pm*12 2,40,000 01 Inspector 15,000 pm*12 1,80,000 02 Sub Inspector 12,000 pm*12*2 2,88,000 02 Head Constable 10,000 pm*

2*12 2,40,000

02 Constable 8,000 pm*2*12 1,92,000 01 Steno 8,000 pm*12 96,000 01 UDC 10,000 pm*12 1,20,000 01 LDC 8,000 pm*12 96,000 Mess in-charge 10,000 pm*12 1,20,000

Driver 8,000*12 96,000

Salary for hiring of 2 sweepers @ 150*365*2 150*365*2 1,09,500

Wages to cooking staff (2) & maintenance person (1) @ Rs 150 per person per day

3*150*365 1,64,250

Total (A) 19,41,750

Honorarium for trainers (30 sessions @ 500/- and 30 sessions @ 1000/- per session for 15 courses)

6,75,000

Diet @ Rs 75 per day per person 75 * 30 *300 5,73,750 Water, electricity and other overheads 1,20,000

Other miscellaneous contingencies (utilities, meetings etc.) 1,00,000

Fuel @ 200 ltrs per month 200*40*12 96,000

Total (B) 15,64,750

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Annexure-IIIPROJECT ‘ASSIST’

Project Assist is the Flagship scheme of the Foundation which has provision of providing financialassistance to the children rendered orphan or destitute in various communal, caste, ethnic orterrorist violence for their care, education and training. (details of assisted children)

Assisted Children who have participated in the Flag Day Ceremony 2011

Part – A Details of the Project

i) Eligibility criteria

A child becomes an orphan or destitute in the sense that either both the parents or thesurviving parent or the main bread winner is killed or permanently incapacitated becauseof communal, caste, ethnic or terrorist violence.

The annual income of the victim’s family does not exceed rupees one lakh.

Child is not receiving any assistance on regular basis from any other source (one timefinancial assistance provided by state government /union territory administration forsuch victim is not considered as another source of assistance for this purpose).

Assistance is admissible up to the age of 25 years. However, if a child remains formore than 3 consecutive years in a class he / she will not be eligible to get the assistance.

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ii) Identification of eligible children

District Committee under the District Magistrate/Collector or Deputy Commissioner,having members such as Superintendent of Police, District Social Welfare Officer,District Education Officer, District Child and Women Development Officer, identifiesbeneficiaries and verifies their eligibility.

District Committee decides about the mode of assistance i.e. through child’s ownfamily, relative, educational institution, legal guardian, foster parents, children’s home,etc.

District Committee sends its recommendations to the Foundation in the prescribedform (Annexure- II).

iii) Scale of assistance

Class / Course Amount

Upto Class XII Rs. 1000/- p.m. per child

Graduation / Post Graduation Rs. 1250/- p.m. per child

Professional courses viz Medical, Rs. 1500/- p.m. per child

Engineering & Management

iv) Sanction and remittance

District Magistrate/Collector/ Deputy Commissioner opens a separate bank accountunder the name of “District Committee, National Foundation for Communal Harmony,District _____________.” Account is operated jointly by any two of the officersnominated by the District Magistrate/Collector viz. District Magistrate/Collector/Deputy Commissioner, District Social Welfare Officer or the District TreasuryOfficer.

Assistance is payable in advance annually in the first quarter of the academic year.This is credited to the account of the recipient maintained in a scheduled bank afterdue verification.

In the month of April every year, concerned District Magistrate/Collector/ DeputyCommissioner shall send a report to the Foundation about position of funds sanctionedby the National Foundation for Communal Harmony under the Project Assist duringthe last financial year and funds available, if any, from earlier years in the followingproforma.

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Position of funds for the year ending ---------

Details of amount received

from the Foundation for

payment of assistance to

children

Details of disbursement Reasons for

non-

payments of

balance

amount

Letter

No.

Date Amount

(Rs.)

Date of

payment

Amount

paid

(Rs.)

Amount

balance(Rs.)

v) Recommendations for continuance of assistance

District Magistrate/Collector/ Deputy Commissioner furnishes the following certificatesto justify continuation of assistance within one month of the commencement of thenext academic session every year. Fresh applications are not required and should notbe sent with the proposal for renewal of assistance.

a) Utilization certificate to the effect that the amount of financial assistance released till dateunder the Project Assist has been disbursed on ____________ (date to be mentioned) tothe beneficiary;

b) the child for whom financial assistance now being recommended, is actually studying in aneducational institution or is undergoing training for acquiring skills to better his/ heremployment prospects. (Not applicable if the child is below 5 years of age); and

c) continuance of further financial assistance to the child beyond __________ (period to bementioned) is considered essential and hence recommended.

Current study certificate from the educational institution (specimen - A at AnnexureII), photocopy of annual examination result card and current income certificate of thefamily issued by the Tehsildar (specimen - B at Annexure II). The income certificateonce issued shall be valid for a period of three years. In case, any parent or guardian ofthe child gets a job during that period that should be declared voluntarily to the districtauthorities, who in turn would inform this to the Foundation immediately.

Release of financial assistance is subject to furnishing of the above certificates /documents.

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vi) Number of children getting assistance

As on 31.03.2012, 11033 children were covered under Project Assist in 19 States anda union territory.

A sum of Rs. 4.41 crore was released as assistance to 4234 children during 2011-12.

Rs. 43.89 crore has been paid as assistance up to 31.03.2012.

323 fresh cases were approved and 3911 cases renewed for grant of assistance underProject Assist during 2011-12.

Part - B Collaboration with Nodal Agencies in some States

The Foundation collaborates with the following organisations:

i. Aashwas, a unit functioning under the Assam Police, is helping the Foundation in identifyingchild victims of militancy, terrorism or ethnic / communal violence in Assam who arebeing provided financial assistance by NFCH. Aashwas coordinates with all districtauthorities to help violence affected children to get timely assistance.

[Address: Aashwas, O/o Addl. DGP (TAP), Assam Police Headquarters, Ulubari, Guwahati- 781007 Phones: 0361 - 2453187]

ii. Council for Rehabilitation of Widows, Orphans, Handicapped and Old Persons, Govt. ofJammu & Kashmir is working for victims of militancy. The council has been helping theFoundation in identifying child victims of terrorism in the State of Jammu & Kashmir bycoordinating with district authorities.

[Address: Council for Rehabilitation of Widows, Orphans, Handicapped and Old Persons,Social Welfare Department, Civil Secretariat, Jammu / Srinagar, J&K

Phone: 0191-2572320 (Jammu - May to October)

0194 - 2458928 (Srinagar - November to April)]

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Annexure-IVProject Prahari

An Assam Police Community Policing initiative for fight againstmilitancy and social maladies through participatory development

In the remote and socially distanced villages, the apathetic attitudes by development agencies,weak resource base, low level of skills & literacy had created a widening gap betweenadministrative machinery and the villagers .These problems have been accentuated by terroristelements to their advantage due to the inhospitable and socially isolated terrain debilitatingtimely police response. These areas have witnessed mistrust and hostility to Law enforcingagencies by the local populace.

After making a critical and objective analysis of these areas and the problems of militancy,Assam Police initiated an approach of Community Policing named Project Prahari whichwould hit at the root cause of the social malady and terrorism so that the law enforcementagency could play a major role in preventing such incidents. . With the initial success at violence-hit Kokrajhar district, the Project Prahari , conceptualized and initiated in August,2001,by ShriKuladharSaikia, IPS and the then DIG(Western Range), Assam , the project very soon spreadto other villages after DGP, Assam Police declared it to be a state level police initiative . Villageswhich are terrorist prone and socially underprivileged are to be selected under this project.

The Project educates people to appreciate the fruits of empowerment, utilization ofcommunity potentials for socially meaningful purposes like creation and management ofcommunity assets, controlling violent crimes through peaceful means, building a commonplatform for people’s resistance against the menace of militancy and social violence. The majorityparticipation of womenfolk in the Community Management Groups in Prahari villages hasprovided a platform for freedom of expression to the voiceless villagers in developmentmanagement. The jobless youth of the community have found avenues to canalize their potentialsinto meaningful and positive actions in the economically benefiting programs initiated by thejoint efforts of Community Management Group and local police. This has closed the exodus ofthe youth to the terrorist groups which had been harping on the problem of poverty andunemployment to lure the local unemployed youth. The accessibility to scientific knowledgethrough literacy campaigns and development initiatives have been instrumental in removing thesocial prejudices like sorcery, black-magic and resultant criminal and violent activities. Frequentinteractions and empathetic attitudes of the police towards the villagers have built the bridge offriendship, trust and confidence between the community and law enforcement machinery.

The environmental programs under this initiative have brought awareness about theecologically balanced and environment friendly development. This initiative has also transformedthe attitude of police towards the community resulting in people-friendly policing and therealization of its role as a stakeholder in the social development. Enhanced interactions among

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the members of community have resulted not only improved police-community interface butalso mutual respect, trust and faith among the villagers themselves leading to reduction in socialconflicts, militancy and it ensured safeguarding of community assets. Increase in incomegeneration and the resultant prosperity has given a visible impact on the poverty related crimes.Several NGOs with impressive track records and willingness to serve in interior areas, alongwith social action groups, women organization, youth clubs, financial institution have beenmade partners in this initiative. They have been involved in capacity building of the villagersthrough training and knowledge dissemination. The existing community institutions andorganizations had been the focal points for arousing people‘s interest and awareness for peopledriven development process. Social action groups along with the financial institutions haveprovided the umbrella of economic support. Police acts as a rallying point to different partnersin development, acting as a catalyst and as a Change Agent.

Since its inception in August, 2001 more than 50 villages in the State have come under thecover of project Prahari. To ensure sustainability of the Project the management of the Projecthas been institutionalized by having a State level nodal officer to co-ordinate between the villagelevel initiatives. A senior Assam Police official is made the Nodal Officer for the State and heis assisted by the Range Nodal Officer who are DIG ranges. The Superintendents of Police ofdifferent districts at as district Nodal Officer while the Officers In-charge of Police Stations ofthe Prahari Villages are the field level contact person for the project. The CommunityManagement Groups with majority participation of women in the Prahari Villages prepare theaction plan for development while different stake holders and other community partners assistin execution of the plan. The local police acts as a facilitator. Priority is given to local resources,development of traditional skills and community institutions. Experiences of villagers aredisseminated through conventions/workshops on community policing and communitydevelopment. As the Project takes into account local needs, aspirations and viability, it can bereplicated in other areas. Emphasis is given to constant interaction between local police and thevillagers.

Some of the direct and indirect benefits of the Project are as follows:

IMPACT ON CRIME SCENARIO

Besides tangible economic benefits the project has brought about a sea change in Police –Public interface. The Prahari villagers under Margherita Sub-division who had been victims ofopium addiction were put in de addiction camps under supervision of experts and they wereexposed to different means of economic activities to which they can fall back upon after deaddiction. Awareness programs have been launched against social prejudices like practice ofBlack magic and sorcery which have had significant impact on prevention of killings of innocentwomen in the name of “witches”.

Large number of veteran dacoits and deadly criminals have given up crimes in the Praharivillage of Khagail and joined the Community Management Group after public acceptance. The

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347Community Policing Programme for Naxal Affected Areas Micro Mission 02

Project has been successful in having a significant impact on the control of extremist violence.The unemployed and educated youth who had been lured away by the extremist organization tothe path of violence and criminal activities have joined the main stream of community life aftereconomic opportunities were created by the project. The psychological operations againstinsurgent groups have got a new boost by the good police-public interference. Awarenesscampaigns for preservation of environment have resulted in reduction of environment relatedcrimes.

CREATION OF PHYSICAL ASSETSAND COMMUNITY SECURITY MANAGEMENT

The local police has been playing the role of a catalytic agent in mobilizing the communitymembers for construction and rebuilding of community assets and infrastructures which weredestroyed by the violent activities of the terrorist organizations. Security of these commonproperties has been taken up by the community members:

(i) Several bridges were constructed/ repaired by using the community resources availablelocally. One such effort was the construction of 200 ft. long motorable wooden bridge overriver Kachua between Betbari and Charapara under Bongaigaon District providing vitallink for children to reach school which was cut off at the time of monsoon as the only linkwas a single bamboo connecting the two banks of the river. This has also provided link fordaily business activities between the villagers as well as Police forays into the in accessiblearea where extremists were active earlier.

Another bridge under taken at Nayakgaon was completed by mobilising resources from thecommunity pool which allowed connectivity of several villages to district headquarter atKokrajhar / Several such bridges were constructed/repaired through community participationin Thaigaguri, Islampur etc.

(ii) Canal: A long abandoned Longa canal at Serfanguri was redug and repaired by members ofadjoining five villages namely Kolabari, Pub-Kolabari, Serfanguri and others. A length of4.87 Kms was thus made operational providing irrigation water about 500 families,increasing their crop yield significantly. The Prahari Water User Committee formed withthe villagers is the nodal agency for water management of this canal. Similar effort wasduplicated successfully to bring several villages under irrigation under Sarupathar area ofGolaghat District.

(iii) Roads / Bundh: The adivasi villagers of Lauripara in Kokrajhar district constructed 1.5Kms road linking them to the nearest town by which economic activity in the area enhanced.The traditional system of irrigation by constructing bundh was boosted in Chirukutu andSerfanguri area of Kokrajhar district by using appropriate technology through the Project.

(iv) Repairing of School building / Construction of Community Centre :- The villagers underthe Community Management Group in Prahari villages Constructed Community Centre ashub of Community discussion , decision making , entertainment and other economic activities

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by using Community resources and man power. In several villagers the dilapidated schoolbuildings have been repaired and renovated.

(v) Non-conventional energy sources: Solar lamps have been installed in Thaigaguri andIslampur villages Community Centre and efforts are on for spreading the same to privatehouse and school.

OTHER ECONOMIC BENEFITS

The capacity building exercises through Extension officers of developmental agencies and bankshave been successfully led to engagement of villagers in different economic crafts. For example,No. of villages in like Thaigaguri/ Islampur in Kokrajhar district and Deulkuchi in Kamrupvillages have undertaken Community sericulture nurseries and weaving works.

In Dahsingimari (Dist.Golaghat) and Lauripara (Kokrajhar) villages have undertakencommunity fishery while in Betbari and Sarapara (under Bongaigaon district) Apiculture andHorticulture activities have become livelihood after being trained by the experts. Also fromthese two villages 12 youths were selected by UNIDO for training in Bamboo Craft. Unemployedyouths in Lekhapani (Tinsukia Dist.) were trained in driving vehicles for earning livelihood.

The Project produced by the villagers are being sold through stalls at NEDFI hat, tradefairs etc, to fetch competitive prices. Team of experts from IIT Guwahati have visited some ofthe Prahari villages and exposed the villagers to modern and improved technology.

The initial success of the community policing initiative has received favourable responsefrom other police forces in the country also. The document “Platform for Action: After 10years” published by Ministry of Human Resources Development, Department of Women andChild Welfare, Govt. of India and presented to UNO in 2005 has highlighted the achievement ofthe Project Prahari.

The letter of appreciation by the Hon’ble President of India on the performance of theProject has boosted the moral of the Assam Police. The officers of the department ofAdministrative Reforms and Public Grievances and Pensions, Govt. of India had visited someof the Prahari villages in August, 2003 for documenting this Project as one of the good practicesin governance. The SVP National Police Academy, Hyderabad has documented the Project in“Compendium on good practices in Community Policing” for emulation in other states. TheProject Prahari has thus emerged as a significant community policing initiative strengtheningall efforts at the community’s involvement in deciding its security needs and also reorientingthe policing at the cutting edge levels with command devolution.

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349Community Policing Programme for Naxal Affected Areas Micro Mission 02

ANNEXURE V

Employment Generation and Marketing Mission (EGMM) of APVISION

Sustained elimination of poverty of underprivileged Rural Youth, with a focus on remote areas

MISSION

Employment/employability enhancement of BPL Rural Youth through market-driven training

OBJECTIVE

Articulated by the community One Job for every poor family.

One job to an underprivileged family takes the family out of poverty in a sustained manner

Employment Generation and Marketing Mission (EGMM) is a society set up by theDepartment of Rural Development of the Andhra Pradesh (AP) Government to provideemployment to the rural unemployed youth. Set up five years back, EGMM has emerged as oneof the largest Jobs mission working for the underprivileged youth. To date it has trained 2,26,909and placed 75% of them in entry level corporate jobs. 45% are girls and 37% are SCs/ STs. Theyouth are from economically and socially underprivileged sections of the society. EGMM worksin a public-private partnership mode with Government, companies and the rural communities asits stakeholders. The entire approach is a bottom-up approach, tailored to move the rural poorfrom the unorganized to the organized labor market.

The brand EGMM has been built by its innovative products developed like the country’sfirst Grassroots level English, Soft Skills & Computers Academy, Textile Training Academy,and Security Academy. EGMM has also customized the trainings linked to new investmentslike Rural BPOs, SEZ’s manufacturing units, etc. Companies that recruited large no. of youthfrom EGMM training centers:

1. In Retail Sector : More (Aditya Birla Group); Big Bazaar (Future’s Group), Reliance Fresh;Heritage Fresh; ITC Choupal and Futures group

2. In Security Services: Raxa/G4 Securitas.

3. In Sales : Hindustan Unilever; Reliance telecom; Tata Indicom; Vodafone; Airtel; Eenadu

4. Rural BPO: HDFC Bank

5. Manufacturing : Apache (Adidas Shoes)

6. Hospitality : Mc Donald, KFC, Pizza Corner, Cafe Coffee Day

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CEO

PD IKP-DRDA Executive Director

(

State Mission Manager

(Sp. SGSY)

State Mission Manager (Placement

&Counselling Cell

State Mission Manager

(Quality,ToT Cell &

State Mission Manager

(Trainings)

SMM Placements (4) Regional Mission Managers Sp. SGSY (3)

Executives Quality

Cell (3)

State Mission Manager

(Trainings)

Implementation StrategyStage 1: The processes involved in program implementation begin with collecting the data ofunemployed youth which goes into a database. Identification of Unemployed youth is donesystematically by a household survey done by team of trained community members. We haveyouth database of 9.5 lakh youth where in we have capture their Educational Qualification,Skill sets and Aspirations.

Stage 2: Market scan is done to understand the market scenario and to identify employmentopportunities available. We also invite the companies to login online and place their requirement.

Stage 3: On the basis of market scan the sectors and courses with high employment potential areidentified. The youth from the database will be identified after mapping their aspirations andqualification with the eligibility set by industry. This will be followed by counseling andadmission of youth in EGMM training centers. The youth admitted will undergo trainings whichare of 1-3 months.

Stage 4: At the end of training, companies come for campus recruitment. Youth placed in jobsare offered sensitive support like counseling, support money hostels identification in cities toprevent dropouts.

The rural and tribal poor youth who are from agricultural wage labourer families earning barelyRs.12000 per annum. The youth send home on average Rs.24000 per annum. This money isused to buy assets like TV, land; educating a younger sibling and to retire a high cost debt. Thusimpact studies showed EGMM work takes families out of poverty in a sustained manner.

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351Community Policing Programme for Naxal Affected Areas Micro Mission 02

Strategic Alliances

EGMM is aiming at training and placing 126000 youth during 2010-11. For this to be achieved,either EGMM has to have machinery that can mobilize and help in the process or EGMM needsto partner with organizations having the required capabilities. EGMM has been doing well toincrease its team size and at the same time working to link up with various organizations whichhave their core strengths among fractions of its target groups.

Mobilization: EGMM has training centers in almost all major mandals of districts. Thoughthey are situated in the proximity it is very difficult to bring youth for trainings particularly girlsand from tribal sections of the state. Thus, help of Women and child Welfare department andtribal welfare department of the Andhra Pradesh Government have been sought. Thesedepartments will help in mobilizing youth to the training centres.

Training centers: EGMM has set up training centers across the state and most of the trainingcenters are setup in under-utilized and un-utilized Government buildings in order to optimizethe available resources. Similarly in areas of high women trafficking where Andhra PradeshWomen’s Cooperative Finance Corporation has centers called ‘MahilaPranganams’, and areasof tribal belt with ‘Project Monitoring Resource Centre’ buildings under control of Tribal Welfaredepartment, centers have been setup in those areas with combined effort from EGMM and therespective department. Accommodation and security will be taken up by the respective departmentwhile trainings requirements are overseen by EGMM which also bears the expenditure for thewhole program.

Conducting Trainings: Employment market is very volatile. To prepare youth as per thechanging industry requirement EGMM customizes the training programs in consultation withthe industry partners.

Knowledge Partners

EGMM has been constantly looking at finding new avenues, which can be of interest to youth.Of late most of the youth have been expressing their feedback at the end of trainings and alsoduring survey conducted for the database. Keeping in view their aspirations and trying to matchwith the available opportunities, EGMM has come up with some initiatives with the help ofpartners like Dr. Reddy’s Foundation (DRF) and IL & FS clusters development initiative.

The program in partnership with DRF is called ‘Skilling Rural India’ which focuses onprovision of employment opportunities within the radius of 70 Km from the place of residenceof the youth. The program in partnership with IL & FS is to design and develop a globallyaccredited skills school in SwamyRamanandaTirtha Rural Institute (SRTRI) where EGMMenvisions the school to provide skill trainings for youth in various trades while trying to developit like an academy and a model centre for vocational trainings in the world.

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EGMM Training Programs

Introduction

English Work Readiness and computers (EWRC):

English Work Readiness and Computers (EWRC) is the flagship program of EmploymentGeneration and Marketing Mission (EGMM). The course is of 90 day duration during whichtime the youth will be inducted through a module which is designed and developed by expertsafter thorough understanding of the rural youth and their aspirations. So far 20000 people havebeen trained and employed in entry level and supervisory level jobs in leading companies inservice sector and retail industry.

Demand Vs Supply gap in the entry level labour market: While the market demands skillsinstead of degrees, youth are increasingly having degrees which do not match the required skills.Thus, in English Work Readiness at EGMM, emphasis is laid on developing the raw youth into aconfident, energetic and positive thinking manpower who can work his way to become a dignifiedsoldier part of the workforce. This comes from the back drop of India being projected the youngestnation by 2026. If India were to achieve economic superpower status by then, most of the youngIndians should be willing to work. This course addresses the need and is considered the veryimportant first step in the process of gearing up for the bigger challenge ahead.

Process/ Milestones of the course:

Sensitizing and coordinating with the Community Based Organization (CBOs), Womenand tribal welfare departments for mobilization of the most eligible underprivileged youth.

Developing Database of all the unemployed youth from the Villages. Mobilize them for training based on database generated call letters. Establishing training centres Selection of Trainers Conducting ToT (Training of Trainers) Developing modules, diagnosis, study material, audio-visual aids, etc. Setting up the required infrastructure Training the selected candidates Regular diagnosis and quality control through quality team visits. Exposure visits to youth and search for jobs on their own to appreciate the value and

importance of a job Placement to the candidates after successful completion of the training. Post placement support for sustainability on Job. Forming an Alumni Network with the youth successfully got jobs and sustained on that.

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353Community Policing Programme for Naxal Affected Areas Micro Mission 02

Sectors for placing youth: Based on the experience of placing youth, we have identified tertiarysector as a major focus area since services is witnessing a logarithmic growth. Industries whichare recording phenomenal growth in this sector are Retail Pharmaceutical industry and health care Hospitality IT and enabled servicesKey objectives of the program: To create robust model training centres with fully equipped audio-visual tools supported

by special English software To develop English and Personality Skills among the rural unemployed youth. To create a comprehensive suite of skills delivery programmes to meet main industry needs. To develop and promote career pathways to support the recruitment of people in the entry

levels. Ensuring employers’ needs are met by good quality trained people with adequate skills and

capable of meeting all the challenges for good performance. Develop and implement a sustainable employment model which is based on English, Work

Readiness and Computer training.

Methodology followed: Adapting a unique training methodology is the USP of EWRC program.The methodology provides platform for an interactive and easy to learn manner. Methodologyfocuses widely on three major areas.

Basic Skills Higher-Order thinking skills Affective skills traits

1.Oral Communication (Speaking & Listening) 2.Reading, Understanding& Following Instructions 3.Basic Arithmetic 4.Writing

1.Problem solving 2.Learning skills 3.Creative, innovative thinking 4.Decision making

1.Initiative & Leadership 2.Working as a team 3.Adaptability 4.Enthusiasm, motivation 5.Personal presentation (Appropriate dressing & grooming) 6.Honesty & Reliability 7.Positive attitude towards work 8.Punctuality

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Expected outcomes and impact: EWRC course is planned with an intention of setting up anexample for quality conscious trainings which will lead to placements, in turn facilitating a poorfamily to come out of poverty through sustained monthly income.

1. 1 Job to a poor family brings the family out of poverty ? with this vision EGMM's effortswill help at least 10,000 families coming out of poverty through the successfulimplementation of this program.

2. Youth energies get channelized positively reducing social problems arising out ofunemployment related unrest.

3. Youth acquire self confidence and self-esteem through dignified jobs.4. Sustained income improves the quality of life of the family.5. Triggers village economy growth in turn giving back the lost economy of village thus

checking the negative impact of urbanisation.6. Improve and sustain productivity and income-earning opportunities at work.7. It serves to enhance their mobility in the labour market and offer the potential for increased

career choices. By investing in their human resources, enterprises are able to improveproductivity and compete more successfully in increasingly integrated economies.ii) Training Centers across the state - updated

8. iii) Major Recruiters-9. In Retail Sector : More (Aditya Birla Group); Big Bazaar (Future?s Group), Reliance Fresh;

Heritage Fresh; ITC Choupal and Futures group10. In Security: Raxa/G4 Securitas.11. In Sales: Hindustan Unilever; Reliance telecom; Tata Indicom; Vodafone; Airtel; Eenadu12. Rural BPO: HDFC Bank13. Manufacturing : Apache (Adidas Shoes)14. Hospitality: Mc Donald, KFC, Pizza Corner, Cafe Coffee Day

a) Success Stories will be provided

b) Other Trainings Single pagei) Training Programii) Description with Eligibilityiii) Training Centers with Addresses

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355Community Policing Programme for Naxal Affected Areas Micro Mission 02

Textiles

Introduction:

Clothing is the basic necessity of any human being. The textile garment industry is the largestforeign exchange earner. It is also the Second largest employment provider next to agriculture.About 15 million people are employed in textile sector. Today, world over "Fashion and GarmentIndustries" is looked at as an Industry of future. No wonder, because, these industries opens upsome of the Biggest Job opportunities for the new millennium especially for women sector. Thecurrent trend shows more and more opportunities for this sector in both domestic and exportopportunities

Comparatively, the attention on export opportunities seems to be more. Ready made garmentindustry in India has a vast potential for growth. According to experts the Indian garment Industryis termed as a sleeping giant. Eighty percent of people employed in the Indian garment Industryare women. World wide the garment industry is the third largest employer of women, afterAgriculture and Fishing Knitwear occupies a significant place in India's textile exports. Around40-45% in terms of quantity is knitwear exports. Key centers of knitwear exports in India areTirupur, Ludhiana, Delhi, Kolkata, Mumbai and Bangalore in the order their contribution to theover all exports. Tirupur contributes around 60% of knitwear exports from India.

The Socio-Economic charges and the rapid growth of electronic media have resulted in theincreased development of ready to wear garments. Being well dressed has become part of everydaylife as it is one of the factors for enhancing the personality of a person and receiving appreciationin social life. This in term has lead to rapid industrialization and growth of fashionable garmentmanufacturing units. These manufacturing units employ well-trained manpower, which is awareof present fashion trends, quality expectation and modern techniques of garment manufacturing.Keeping this aspect in view the present demand in the market for variety garments the presentcurriculum of fashion and garment making has been developed so that the youth acquires trainingsuited to the garment industries and related areas.

OBJECTIVE:

1. To train the youth to use modern industrial garment machinery

2. Ability to construct paper patterns

3. Develop the skill of designing fashionable garments

4. Create awareness for self employment in garment units

SPECIFIC OBJECTIVES: Understand, Analyze and apply principle and elements of design related to textiles fashion

garments. Mobilize them for training based on database generated call letters.

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Know about different types of fabrics Use pattern making techniques and grading methods to create patterns Decide an economic way for cutting fabrics Understand and operate various machinery used in garment constructing Stitch and finish garments Quality assessment of garments To develop awareness of career opportunities in the garment industry Exposure visits to youth and search for jobs on their own to appreciate the value and

importance of a job Placement to the candidates after successful completion of the training. Post placement support for sustainability on Job. Forming an Alumni Network with the youth successfully got jobs and sustained on that.SKILLS:1. Illustrate fashion figures skilfully2. Design garment which are functional and decorative3. Know to select appropriate fabrics suited to the design of the garment with special reference

to colour, texture and design of the fabric4. Operate industrial modern machines5. Stitch and finish garments6. Quality assessment7. Finishing and packaging

Security

Security: EGMM has Security Training Centers in all the districts of Andhra Pradesh. Theyouth are trained on concepts relating to Spoken English for 15 days at the district level and onsafety & security for 12 days at the state. The training module is developed in consultation withthe leading & world renowned security agencies. After successful completion of the training,the trainees will get placed with a min salary of Rs. 6200/-

EGMM- Direct Placements:

Background

Direct Placement - Industry Understands Better is a new initiative of EGMM. Beforeuniversalising the concept EGMM has tested the model in different parts of the state i.e. Chittoor,Vishakapatnam, Karimnagar and Rangareddy. The results from all the regions are positive andencouraging. EGMM as part of its strategy for 2010-11 has decided to place 30000 youth throughdirect placements.

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357Community Policing Programme for Naxal Affected Areas Micro Mission 02

Concept:

Provide employment to the qualified youth equipped with skills preferred by the industry bybringing both youth and the employer on a common platform. The employer will select theyouth and the youth accepts the job when the terms are mutually agreed upon.

Implementation Strategy: It is a three-staged process

Stage-1: Finalizing the employer

EGMM- HO and District teams will identify potential employers. Employers willing to recruitmanpower from EGMM will register online. This online registration is an initial step. Onceregistered EGMM-HO will assess the company/ organisation on its credentials and once satisfiedwith the company EGMM will enter into anMoU with them. After signing the MoU the companycan place the manpower requirement with all the details briefing about the nature of job, locationof work, Salary structure etc online.

Stage-2: Selection of Youth

When the requirement is placed with the district, district teams will identify the youth from theexisting database or through normal mobilisation process. The mobilisation will be followed bya screening and counselling phase, which is very crucial step. In the screening stage the youthwho are mobilised will be assessed for the skills and qualifications required for the companyand the youth meeting the criteria will be shortlisted for the final selection by the company.District team will conduct the screening. Effective screening will improve the selection rate inselection.

Stage-3: Induction

The youth selected in the final interview will undergo a 10 days induction program. The trainingcentre which conducts the induction will act like a finishing school. These centres are maintainedand run by the district teams. For this special trainers are appointed for every district. Thoughthis ten days induction is compulsory there are exceptions that are to be decided on case to casebasis. Youth selected for Companies which have facility to train their employees will undergo a2 day orientation program before they report to the organisation.

When the youth are placed in the organisation the District teams have to collect the detailsof candidates reported and update the status in the EGMM software. After 15 days of youthreporting at the organisation district team has to conduct a post placement verification andaddress issues if any.

Strategic advantage:

This creates a win-Win situation as companies get access to the EGMM youth database toidentify the right employee and the youth will get an opportunity to work in reputed organizations.

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Sl.No Partner Name DownloadMoU

1 Sahithi Systems Pvt Ltd

2 National Academy of Construction

3 Skylark

4 CMC Ltd

5 Tally India Pvt Ltd

6 Global College

7 IIHM

8 NIIT

9 Satyam Computers

10 Jeans Apparels

11 Hyderabad Gems SEZ Ltd

12 Ants and Partners

13 Dr. Reddys Foundation

14 DataPro

15 Sri Ram Ednl. Society

16 Apparel Retail Trainings & Jobs Solutions (ARTJS)

17 Design Operations Pvt. Ltd.

18 Windows Software Tech.

19 Synchro Serve Global Solutions Pvt. Ltd.

20 OCFIT

21 BIT Computers

22 Redox Laboratories

23 India Skills

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359Community Policing Programme for Naxal Affected Areas Micro Mission 02

ANNEXURE-VI

‘POLICE MEKOSAM’ (POLICE FOR YOU) AN EXPERIMENT IN COMMUNITY POLICINGTO WIN OVER YOUTH FROM PARTICIPATION IN EXTREMIST/MAOIST VIOLENTACTIVITIES IN ADILABAD DISTRICT OF ANDHRA PRADESH STATE OF INDIA

This experiment was primarily undertaken to control left wing extremism of CPI (Maoist)group under leadership of the then Superintendent of Police of Adilabad Mr. Mahesh M. BhagwatIPS. This experiment is the recipient of 2004 Community policing finalist award & specialhonour in homeland security category from International Association of Chiefs of Police (IACP),USA & ITT Industries Limited announced in IACP’s annual conference at Los Angeles, USAfrom 13th to 17th November, 2004

The Problem

Adilabad in North Telangana having 46% forest cover & 20% ST’s population was badly-hit-by-naxalism until recently. The People’s War Group of naxalites currently known as CPI (Maoist)having control of the district and made it inaccessible, especially the remote villages to thepolice. The district was facing extreme poverty and was one of the most backward in the country.The people in the area used to feel that the government was uninterested in their progress. Thisresulted in tribals becoming antagonistic towards the government. Several landmines had beendetonated by the naxalites in the area since 1989 & hundreds of member of security forces &civilian lost their life while crores of rupees were extorted by Maoist at the point of gun.

Solution

The Andhra Pradesh government tried to tackle the issue on two fronts with mission of fightingagainst crime & not criminals. Firstly through backward area development and rehabilitation ofsurrender Maoist & secondly taking stern action against law breakers.

The primary plan in this whole initiative was to make the community participation indevelopment in remote areas with Police as facilitator while tackling extremism.

Reforms were inducted into policing and the police tried to project its human face in whiledischarging their duties. In Adilabad, the police department brought about rapid reforms andtook up developmental programmes in rural areas under the name Police MeeKosam (police foryou). The major reform in policing was to respect tribal customs and sentiments by thepersonnel through gestures like greetings like Ram Ram (like Hello) or by removing theirshoes while entering the home of the tribals.

The series of developmental programmes were taken up in partnership with thedistrict administration & civil societies.

Beginning 2001, the Adilabad police conducted gramasabhas (village meetings) in rural

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areas, mainly in extremist affected villages. Over 1,000 gramasabhas (interaction with villagers)were conducted which were attended by an estimated 1.25 lakh people. At the gram sabhas thepolice gave emphatic listening to rural people and identified problems by consulting them. Theproblems mainly discussed were poor Medicare, lack of proper supply of drinking water,irrigation, lack of roads and electricity in remote areas. The police also identified a general lackof awareness among the tribals about the world outside their immediate confines. The tribalshad remained untouched by the developments taking elsewhere in the world.

Based on the findings at gram sabhas, the police and other departments concernedlaunched Police MeeKosam.(Police for you)

1) Under this banner over 110 free medical and health camps were conducted in villagesmostly in inaccessible tribal villages. Over 1 lakh villagers were estimated to have beencovered by the camps. There were also eye camps, which resulted in cataract operationson over 1300 near blind persons. 10 youth including six small children of Boath areareceived new life because the police organized costly heart surgeries for them at CareHospital Hyderabad..

2) The police conducted jalayagnams (watershed development programme) and executeddesiltation works in many irrigation and drinking water tanks across the district.Singaranicolleries&NeeruMeeru programme of Government were helpful in conductingthis programme. The jalayagnams resulted in bringing more area under irrigation.

3) In Dedra village the Collector constructed a drinking water over head tank besidesrepairing scores of bore wells and open wells used as drinking water sources in manyvillages in the district which were identified through MekosamGramsabhas.

4) Road brought prosperity to Gangapur village. Roads were constructed wherever there wasa dire need for it. For example, a 12 km.longGangapur road was laid with the help ofthe locals. Village Gangapur with population of 2500 is located in backwater ofKadam reservoir was cut off from the Mainstream due to lack of road network andextremists were exploiting them, taking advantage of their remoteness. Socially andeconomically also this village was suffering as they were not getting good prices forthe agricultural products and the percentage of deaths due to snake bites and othercommunicable diseases were on high. For over 25 days, the police and tribals workedtogether.

This work earned the accolades of the BBC television and the former Chief Minister N.Chandrababu Naidu, sanctioned Rs. 25 lakh for other roads to be constructed in the area.This road brought prosperity to village and in turn villagers revolted against theextremists on two occasions and snatched their weapons and handed them over to police.Gangapur’s success story is a classic example of people’s victory over extremist viacommunity Policing.

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5) Many villages were connected with power supply. Like in Dedra, Koutegaon, and Chorpallyvillages. New transformers were installed and power lines rigged to provide electricityto the villages.

6) To open channels of communication and development RTC bus services wereinitiated even in remote villages. For example, bus services were started in naxal infestedvillages of Agarguda from Bejjur. The villagers had seen an RTC bus plying on this routefor the first time.

7) The police also organized mass marriages for 106 Gond tribal youth couples as at afunction at Ichoda after several months of negotiations. The mass marriages helped thetribals in saving money and time as the traditional weddings extremely costly.

8) Under its Parivartanasadassu programmes (removal of attendance sheet of extremistsand sympathizers) the police released from bondage the fringe extremists and militants. Inorder to win them over, 1000 militants and sympathizers of the People’s War Groupfreed from their regular reporting to police station.

9) The tribal youths were taken on trips to Hyderabad and nearby places under the VignyanaVihara Yatras (excursion tours). These excursions helped the youth to see the worldoutside their own and get back new ideas for their community.

10) The police organized sports and games for the youth. The idea was to keep the youthengaged in some productive activity and prevent them from joining the extremistmovement.

11) 27 tribal organizations/associations were brought under one umbrella calledAdivasiMahasabha by the police. This ensured unified efforts for tribal development.

12) Through programmes like Jayam Manade (victory is ours) new avenues opened to tribalyouth for higher education and employment.

Evaluation

The Police MeeKosam initiative buttressed the point of view that extremism prosperedwherever there was lack of development. Invariably, the areas of naxal influence remainedpoor. But by reaching out to the poor youth and earning their confidence certainly yielded thedesired results.

One of the tangible results is that in the last three years naxalism has reduced by 80 per centin the district. Of the 215 naxalites cadre strength at the beginning of 2001, only 25 oddremained active as on June, 2004. The rest were either surrendered or availed rehabilitation.The naxal units have come down in number from 17 to only three units or dalams and toonly half a platoon from 2 platoons. There were no injuries to police personnel in a span ofthree years was major success.

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A reverse revolutionary trend has begun in villages. In over 26 villages youth have openlyrevolted against extremist. In villages like Kadamba, Gangapur&Narsapur youth attacked onMaoist snatched their weapons & handed over to government.

The improvement of relations between tribal youth and police department in thedistrict could be gauged by the fact that villagers approach police often to discuss theirproblems.

The Andhra Pradesh government conducted a survey in February 2003 in , which it isobserved that the Adilabad police was the least corrupt in the state and was also found tobe the least partisan towards the public. It scored a high of 74 marks for police publicrelations in that survey. The Adilabad police was also found to be more transparent andaccountable.

On 14th July, 2004 during his Hyderabad visit the then Hon’ble President of India Dr. APJAbdul Kalam has appreciated the efforts of the Adilabad community policing experiment forpreventing extremism/ terrorism.

In year 2004 Police mekosam experiment got an international recognition throughfinalist award in community policing & special honor in homeland security categoryannounced in International Association of Chief of police annual conference at LosAngeles, USA held from 13th to 17th November 2004.